world class operational risk management

Transcription

1 world class operational risk management To be a world class organisation requires world class operational risk management. This document sets out how and why we manage operational risk at Rexam.

2 world class operational risk management To be a world class organisation requires world class operational risk management. Rexam is committed to delivering an environment that benefits its employees, shareholders and the communities around it in every country which it operates. Operational risk management helps us deliver that goal. We are continuously improving the way we manage operational risk, with our goal to be world class. So, what does world class operational risk management mean for Rexam? Here is our five-point charter. 1) We keep our people and environment safe with zero accidents and zero incidents 2) We make operational risk management the responsibility of everyone and ensure it is owned by each of our sectors, divisions and plants 3) We build our own standards based on regulatory requirements and industry leading practice and provide the necessary resources to support, train and protect our business so we can deliver our world class agenda 4) We focus on physical measures, management systems, and on the positive, safe and responsible behaviours of each and every one of our employees 5) We measure our performance through a balance of proactive and key performance indicators including accidents, incidents and the day-to-day quality of our systems and controls Our priority in all plants is operational risk management. We are always talking about safety related issues with Plant Managers and our customers frequently ask us about how we protect our assets and ensure business continuity. We always work with our customers in mind. Operations Director, Healthcare

3 principal drivers World class operational risk management is a key strategic priority for us because: We have a duty of care to our employees. Wherever our people are based, we will apply the same priority and standards on safety. The number one goal of our operational risk management programme is to prevent physical harm to our employees. Our customers demand effective operational risk management. They want their products at the right price, quality and time. They will not accept interruptions to service that compromise these standards and are increasingly asking us to demonstrate the steps we are taking to manage risk. World class operational risk management is an integral component of our value proposition to customers and protects our reputation. Our shareholders will not tolerate earnings volatility. Value in our business is driven by operational performance and our investors need assurance that risk is being managed. An increasingly critical element of this is our environmental performance. Our people have the right to work for Rexam and go home in the same condition in which they arrived. EHS Manager, Bevcan

4 key activities At Rexam, world class operational risk management comprises the following core activities: We keep our people and environment safe with zero accidents and zero incidents World class operational risk management Setting policy and targets Reporting Incident reviews Continuous improvement Embed good risk management and corporate governance practices consistently across the Group Environment, Health and Safety Leadership Work environment Developing management systems / procedures Behavior based safety Engineering controls Risk assessment External environment Audit Fire Safety and Property Protection Physical and engineering controls Business Continuity Management Audit Site and Travel Security Physical protection Security procedures Audit Rexam Values, Culture, Leadership, Training, Transparency and Communication The key pillars which support us in delivering world class operational risk management are: Environmental Health and Safety, and the activities around Fire Safety and Property Protection, Site and Travel Security. An ongoing programme of business continuity management sits across all of our operations and our audit programme delivers action plans to ensure that every plant is working towards delivering the Rexam standard. These standards are maintained through investments in management systems, physical controls and training, which are monitored through a consistent set of reporting protocols and performance indicators. Our central governance function ensures a consistency of approach, the sharing of good practice and learning from experience. It does not in any way abdicate responsibility from our sectors, divisions or plants. As set out in the second point of our charter, operational risk management is everyone s responsibility. Within Rexam we have forums to identify key risks and share best practices. This allows us to form consistent approaches, which are driven from the top but owned at a sector and divisional level. It s the right direction to move in. Operations Director, Plastics

5 operational risk key performance indicators Measuring our operational risk management performance is critical. It helps us to prioritise actions, improve operations and demonstrate our commitment to world class standards with colleagues, customers and shareholders. Our performance indicators not only account for incidents, events and accidents, but also the ongoing assessment of our risks and quality of our systems. This proactive approach ensures we do not become complacent or think that the risk has gone away, just because the number of accidents or incidents has reduced. Proactive indicators Risk assessment and reduction Audit and action implementation Behavioral observations Near misses Exercising of continuity plans Performance indicators Rexam Incident Rate (RIR) Lost Time Accident Rate (LTAR) Fire Safety Property Protection (FSPP) incidents Environmental incidents Security incidents We review the performance of plants both locally and globally against these indicators. A roadmap for continuous improvement is created with each plant, coupled with an award of gold, silver or bronze status to recognise and reward excellence in operational risk management. The award is based on a blend of the indicators above, weighted as follows: 5% Environment, health & safety 35% 60% Fire safety & property protection Site & travel security Risk is my responsibility. Surprises are not allowed. I can not say that I did not know about it. Management is about control and we control what we can measure. Sector Director, Bevcan

6 The ultimate measure of our operational risk management performance is the performance of Rexam as a whole. This is why risk management features in our Group balanced scorecard, and why, with teamwork and the support of each and every one of you, Rexam will continue to relentlessly pursue its world class agenda in this area. Graham Chipchase, Chief Executive Officer